The Evolving PMO: Governance, Portfolio Management, Resource Optimization, Performance Measurement

Project management offices (PMOs) are evolving. Shifting from purely administrative to incorporate the strategic, PMOs are performing a wider range of activities; they are supporting projects and programs outside Information Technology such as product launches and post-merger integrations, while at the enterprise level, they are helping organizations to invest in the right set of initiatives to achieve maximum return in terms of value and benefits.  PMO practitioners are expanding their role from pure execution to full accountability on budgets and resources. They are re-thinking the way PMOs operate, embracing new technologies and introducing new project management operating models in order to increase their added value to the organization. PMOs’ stakeholder set is broadening to include senior executives such as chief operating officers (COOs) and chief executive officers (CEOs), business partners, and external resources.  A new PMO model is emerging: the evolved PMO. An innovative, strategically aligned, and flexible PMO, designed to support modern organizations to face the turbulence of current market conditions.